Project of Welfare Facilities and Employee Satisfaction Surveyh L L

Project of welfare facilities and employee satisfaction surveyH L L
EXECUTIVE SUMMARY
Project consists of welfare facilities and employee satisfaction survey:It provides a channel for employees to communicate their views on wide range
of issues in total confidence.
Employee satisfaction survey is conducted to find out the satisfaction level of
the employees towards welfare facilities at HLL.
The other objective is to find out the areas of low satisfaction level where corrective
actions can be taken to improve employee satisfaction.
For this purpose a sample of 50 employees was selected & survey was done with the
help of questionnaire and the results are analyzed for all the employees using
percentage method.
Based on this analysis, observations, given HR will be taking corrective actions
to improve satisfaction level of the employees.
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INTRODUCTION
Of all the factors of production - Capital, land, labour; labour or man is undoubtly the
crucial factor that makes or mars an organization.
Employees are now a days seen as business partners of the organization. They
empower the organization to succeed. At the threshold of this transformation, human
assets need to be chosen carefully, developed, nurtured, utilized and their
competencies multiplied.
High employee satisfaction levels can reduce turnover and attrition rate in the
industries.
People are the key to success in the new economy. Companies are attaching greater
importance to human performance today than ever before. And while corporations
have presumably always valued their employees, in today's fast-moving new
economy, people have gained even greater stature and are now seen as possibly the
most important factor in a company's success or failure.
Companies are giving due importance to recognize and the extraordinary efforts
related to retain the people in industry, some are making efforts to attract and retain
top talent, represent fundamental shifts in employer-employee relationships. And
nowhere has this been truer than in the high-tech sector, with its insatiable
demand for knowledge workers.
But the focus on human performance now stretches across all industries and all levels,
from the front lines of customer service to the highest executive ranks. Almost
industries are putting their best efforts to the keep employees happy and engaged.
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One reason CEOs have begun investing in human performance improvement is that
they now have quantifiable proof of a sizable return. HR is fast changing from an
internal service department to a strategic partner in improving a company's
competitive position. In this era of competition, if internal customers, i.e. employees
are not happy then the organization will be out of competitive market.
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LITERATURE REVIEW
Meaning and Definition:

Locke gives a comprehensive definition of Employee Satisfaction
A pleasurable positive emotional state resulting from appraisal of ones perception of
how well their job provides those things which are viewed as important. It is generally
recognized in the organizational Behavior field that employee's satisfaction is the
most important and frequently studied attitude".
Definitions of the concepts:

To understand the concept clearly, it is better to understand the literal
meaning of them. Therefore to understand the term
"Employee Satisfaction" it is very much important to know the words "Employee"
And "Satisfaction" separately.
Employee: According to the Oxford Dictionary the meaning of the

"Employee is a Person employed for Wages".
A person who works for another, in return, for financial or other compensation.
According to Employees State Insurance Act, 1948, An Employee is defined as the

one who is directly employed by the principal employee or whose services are
temporarily lent to by another with whom the employee has a contract of service. The
act also says that employee also includes any person employed for the wages or any
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work connected with the administration of the factory or establishment or any

department or branch there of or with the purchase of raw materials for or the
distribution of scales of the products of the factory or establishment. The act also
covers any person engaged as in apprentice, not being an apprentice under the
Apprefltice Act, 1961 or under The Standing Orders of the establishment, but does not
include any member of the Indian Naval, Military or Air-forces".
Satisfaction: According to the Oxford Dictionary the meaning of the satisfaction
means "atonement or compensation or a situation where the expectations have been
met".
According to the Dictionary of Psychology by J. Akinson, E. Berne & R.S.
Woodworth, Satisfaction means "A State of pleasant & wellbeing consequent upon
having gratified an appetite or motive".
Welfare means fairing or doing well. It is a comprehensive term, and refers to the
physical, mental & emotional well being of an individual.
The ILO at its Asian Regional Conference defined Labours welfare as a term which
is understood to include such services, facilities and Amenities and may be
established or in the vicinity in them with amenities conducive to good health & high
morale.
The Oxford dictionary defines labours welfare as efforts to make life worth living for
workmen.
Chambers dictionary defines as a state of fairing on doing well, freedom from
calamity, enjoyment of health, prosperity etc.
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Need for Labour welfare in India

The need for labours welfare was strongly felt by the committee of the royal
commitment to industrial work among the factory work and also the harsh treatment
receives from the employees since the developing country like India. This need was
emphasized by the constitution of India in the chapter on the directive principle of
state policy in the following articles.
Importance of Employee Satisfaction:
1. Tracking the attitudes and opinions of employees can identify problems areas and
solutions related to management and leadership, corporate policy, recruitment,
benefits, diversity, training, and professional development.
2. A comprehensive employee satisfaction study can be the key to a more a motivated
and loyal workforce.
3. The first step is to understand exactly which issues have the greatest impact on
employee satisfaction.
4. The findings of the employee satisfaction survey will tell you exactly bow much
more important one issue is over another so that you can focus your performance
improvement initiatives appropriately.
5. In analyzing the data, we can define and refine issues that need addressed, such as
overall job satisfaction, professional fulfillment, employee motivation and
commitment, likelihood to stay with the organization, pay level, corporate goals and
Objectives.
6. Survey results can be segmented by employee position, length of employment, fulltime vs. part-time, etc.
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FACTORS AFFECTING EMPLOYEE SATISFACTION.

1. Achievement
2. Recognition
3. Work itself
4. Responsibility
5. Advancement
6. Personal growth
7. Company policy and administration
8. Supervision
9. Relationship with supervisor
10. Work conditions
11. Salary
12. Relationship with peers
13. Personal life
14. Relationship with subordinates
15. Status
16. Security
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THEORIES OF EMPLOYEE SATISFACTION.
DAVIDC MCCLELLAND'S MOTIATIONAL NEEDS THEORY
David McClelland is most noted for describing three types of motivational need,
which he identified in his 1988 book, Human Motivation:
Achievement motivation (n-ach),
Authority or power motivation (n-pow),
Affiliation motivation (n-affil).
Davidic McClellands needs-based motivational model

These needs are found to varying degrees in all workers and managers, and this mix
of motivational needs characterizes a person's or manager's style and behavior, both in
terms of being motivated and in the management and motivation others.
The need for achievement (n-ach)

The n-ach person is 'achievement motivated' and therefore seeks achievement,
attainment of realistic but challenging goals, and advancement in the job. There is a
strong need for feedback as to achievement and progress, and a need for a sense of
accomplishment.
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The need for authority and power (n-pow)

The n-pow person is 'authority motivated'. This driver produces a need to be
influential, effective and to make an impact. There is a strong need to lead and for
their ideas to prevail. There is also motivation and need towards increasing personal
status and prestige.
The need for affiliation (n-affil)
The n-affil person is 'affiliation motivated', and has a need for friendly relationships
and is motivated towards interaction with other people. The affiliation driver produces
motivation and need to be liked and held in popular regard. These people are team
players.
McClelland said that most people possess and exhibit a combination of these
characteristics. Some people exhibit a strong bias to a particular motivational need
and this motivational or needs 'mix' consequently affects their behavior and
working/managing style. McClelland suggested that a strong n-affil 'affiliationmotivation' undermines a manager's objectivity, because of their need to be liked, and
that this affects a manager's decision-making capability. A strong n-pow 'authoritymotivation' will produce a determined work ethic and commitment to the
organization, and while n-pow people are attracted to the leadership role; they may
not possess the required flexibility and people-centered skills. McClelland argues that
n-ach people with strong 'achievement motivation' make the best leaders, although
there can be a tendency to demand too much of their staff in the belief that they are all
similarly and highly achievement-focused and results driven, which of course most
people are not.
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McClellands particular fascination was for achievement motivation, and this

laboratory experiment illustrates one aspect of his theory about the affect of
achievement on people's motivation. McClelland asserted via this experiment that
while most people do not possess a strong achievement-based motivation, those who
do, display a consistent behavior in setting goals:
Volunteers were asked to throw rings over pegs rather like the Fair ground game; no
distance was stipulated, and most people seemed to throw from arbitrary, random
distances, sometimes close, Sometimes farther away. However a small group of
volunteers, whom McClelland suggested were strongly achievement-motivated, took
Some care to measure and test distances to produce an ideal challenge- not too easy,
and not impossible. Interestingly a parallel exists in biology, known as the 'overload
principle', which is commonly applied to fitness and exercising, i.e., in order to
develop fitness and/or strength the exercise must be sufficiently demanding to
increase existing levels, but not so demanding as to cause damage or strain.
McClelland identified the same need for a 'balanced challenge' the approach of
achievement-motivated people.
McClelland contrasted achievement-motivated people with gamblers, and dispelled a
common pre-conception that n-ach 'achievement motivated' people are big risk takers.
On the contrary - typically, achievement-motivate din individuals set goals which they
can influence with their effort and ability, and as such the goal is considered to be
Achievable. This determined results-driven approach is almost invariable present in
the character make-up of all successful business people and entrepreneurs.
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McClelland suggested other characteristics and achievement-motivate people:

attitudes of
Achievement is more important than material or financial reward.
Achieving the aim or task gives greater personal satisfaction than receiving
praise or recognition.
Financial reward is regarded as a measurement of success, not an end in itself.
Securitys not not prime motivator, nor is status.
Feedback is essential, because it enables measurement of success, not for

reasons of praise or recognition (the implication here is that feedback must be
reliable, quantifiable and factual).
Achievement-motivated people constantly seek improvements and ways of

doing things better.
Achievement-motivated people will logically favor jobs and responsibilities

that naturally satisfy their needs, i.e. offer flexibility and opportunity to set and
achieve goals, e.g., sales and business management, and entrepreneurial roles.
McClelland firmly believed that achievement-motivated people are Generally the

ones who make things happen and get results, and that This extends to getting results
through the organization of other People and resources, although as stated earlier, they
often demand Too much of their staff because they priorities achieving the goal
above the many varied interests and needs of their people.
Interesting comparisons and relationships can be drawn between McClelland's
motivation types, and the characteristics defined in Other behavioral models, e.g.
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Benziger's thinking and working styles: Achievement-motivation is

A double-frontal brain mode style; affiliation-motivation is right basal
(rear);authority-motivations arguably left basal (rear).
Adair's action-centered leadership model: Achievement-motivated
Managers are firmly focused on the Task, often to the detriment of
The Individual and the Team. Affiliation-motivation people are Team
And Individual centered.
Thomas International (Perform ax) DISC system: Achievement motivated people
are 'D' profiles - results-driven, decisive, dominant, etc. Affiliation-motivated people
are I (proactive) and S (reactive)profile Authority-motivated people are Sand C
profiles. (More detail on the Benziger page.)
Hersey/Blanchard's Situational Leadership model: Achievement motivated people
tend to favor the styles of the first and second modes('telling' an 'selling'); affiliationmotivated people tend to favors the third mode ('participating'); and the authoritymotivated people tend to favor the style of mode four ('delegating').
(More detail on the Tuckmanpage.)
McGregor XY Theory: Achievement-motivated people tend towards X-Theory style,
due to their high task focus; there is plenty of Exception however, and training
definitely helps the n-ach manager to seethe value of employing Theory Y style.
n-pow managers are Definitely Theory X. n-affil are typically Theory Y and if not can
relatively easily be trained to be so.
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Hertzberg motivators and hygiene factors: n-ach people are more Responsive to
the Hertzberg motivators (especially achievement obviously) an n-affil and n-pow
people.
ADAMs. EQUITY THEORY

John Stacey Adams -equity theory on job motivation
John Stacey Adams, workplace and behavioral psychologist, put Forward his Equity
Theory on job motivation in 1963. There are Similarities with Charles Handy's
extension and interpretation of Previous simpler theories of Maslow, Herzberg and
other pioneers of Work place psychology, in that the theory acknowledges that subtle
and variable factors affect each individual's assessment and perception of their
relationship with their work, and thereby their employer. Awareness and cognizance
feature more strongly than in earlier models, as does the influence of colleagues and
friends, etc, in forming cognizance, and in this particular model, 'a sense of what
is fair and reasonable'.
Adams' equity theory
We each seek a fair balance between what we put into our job and what we get out of
it. Adams calls these inputs and outputs. We form perceptions of what constitutes a
fair balance or trade of inputs and outputs by comparing our own situation with other
'referents'(reference points or examples) in the market place. We are also influenced
by colleagues, friends, partners in establishing these benchmarks and our own
responses to them in relation to our own ratio of inputs to outputs.
If we feel are that inputs are fairly and adequately rewarded by outputs (the fairness
benchmark being subjectively perceived from market norms and other comparables
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13
references) then we are happy in our work and motivated to continue inputting at the
same level.
Inputs are typically:

Effort,
loyalty,
commitment,
adaptability,
Outputs are typically
hard
skill,
work, People
Financial
ability, need
flexibility, feel
rewards
pay, salary,
to expenses, perks, benefits, pension

that arrangements, bonus and commission
tolerance, determination, heart there is a
plus
intangibles
-recognition,
and soul, enthusiasm, trust in fair
reputation, praise and thanks, interest,
our boss and superiors, support balance
responsibility, stimulus, travel,
of colleagues and subordinates, between
training,
personal sacrifice, etc.
inputs and
achievement and advancement,
outputs.
promotion, etc.
development,
sense
of
If we feel that our inputs out-weigh the outputs then we become demotivated in
relation to our job and employer. People respond to this feeling in different ways:
generally the extent of demotivation is proportional to the perceived disparity between
inputs and expected outputs. Some people reduce effort and application and become
inwardly disgruntled, or outwardly difficult, recalcitrant or even disruptive. Other
people seek to improve the outputs by making claims or demands for more reward, or
seeking an alternative job.
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ABRAHAM MASLOW'SHIERARCHY OF
NEEDS MOTIYATIONAL.MODEL
Abraham Maslow developed the Hierarchy of Needs model in 1940-50's USA, and
the Hierarchy of Needs theory remains valid today for understanding human
motivation, management training, and personal development. Indeed, Maslow's ideas
surrounding the Hierarchy of Needs concerning the responsibility of employers to
provide a workplace environment that encourages and enables employees to fulfill
their own unique potential (self-actualization) are today more relevant than ever.
Abraham Maslow's book Motivation and Personality, published in 1954 (second
edition 1970) introduced the Hierarchy of Needs, and Maslow extended his ideas in
other work, notably his later book Toward A Psychology Of Being, a significant
and relevant commentary, which has been revised in recent times by Richard Lowry,
who is in his own right a leading academic in the field of motivational psychology.
Abraham Maslow was born in New York in 1908 and died in 1970,although various
publications appear in Maslow's name in later years. Maslow's PhD in psychology in
1934 at the University of Wisconsin formed the basis of his motivational research,
initially studying rhesus monkeys. Maslow later moved to New York's Brooklyn
College.
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Maslow's original five-stage Hierarchy of Needs model is clearly and directly

attributable to Maslow; later versions with added motivational stages are not so
clearly attributable. Maslow's Hierarchy of Needs has been extended through
interpretation of Maslow's work by other people, and these augmented models and
diagrams are shown as the adapted seven and eight-stage Hierarchy of Needs models
below. There is some uncertainty as to how and when these additional three stages
(six, seventh and eighth - 'Cognitive', 'Aesthetical', and 'Transcendence') came to be
added, and by whom, to The Hierarchy of Needs model, and many people consider
Maslow's 'original five-stage Hierarchy Of Needs model to be the definitive
(and perfectly adequate) concept.
Maslow's hierarchy of needs
Each of us is motivated by needs. Our most basic needs are inborn,Having evolved
over tens of thousands of years. Abraham Maslow's Hierarchy of Needs helps to
explain how these needs motivate us all. Maslow's Hierarchy of Needs states that we
must satisfy each need In turn ,starting with the first, which deals with the most
obvious needs for survival itself.
Only when the lower order needs of physical and emotional well being are satisfied
are we concerned with the higher order needs of Influence and personal development.
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Conversely, the things that satisfy our lower order needs are swept away, we are no
longer concerned about the maintenance of our higher order needs. Maslow's original
Hierarchy of Needs model was developed between1943-1954.
FREDERICKHERZBERG MOTIVATIONALTHEORY
Frederick Hertzbergs motivation and hygiene factors

Frederick Hertzbergs book 'The Motivation to Work', written with research
colleagues B Mausner and B Snyderman in 1959, first established his theories about
motivation in the workplace. Herzberg's work, originally on 200 Pittsburgh engineers
and accountants, has become one of the most replicated studies in the field of
workplace psychology.
Herzberg was the first to show that satisfaction and dissatisfaction at Work nearly
always arose from different factors, and were not simply Opposing reactions to the
same factors, as had always previously been(and still now by the unenlightened)
believed.
He showed that certain factors truly motivate ('motivators'), whereas others tendedto
lead to dissatisfaction ('hygiene factors').
Accordintog Herzberg, Man has two sets of needs; one as an animal To avoid pain,
and two as a human being to grow psychologically.
He illustrated this also through Biblical example: Adam after his Expulsion from Eden
having the need for food, warmth, shelter,safety, etc., - the 'hygiene' needs; and
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Abraham, capable and achieving great things through self-development - the

'motivational' needs.
Herzberg's research proved that people will strive to achieve hygiene Needs because
they they are unhappy without them, but once Satisfied the effect soon wears off satisfaction is temporary.
STATEMENT OF THE PROBLEM
A Study on Welfare facilities And its Impact on job Satisfaction

This particular topic is selected because job satisfaction is a very important element
necessary for the smooth functioning of an organization .Employee surveys provide a
channel for employee to communicate their views on a wide range of issues in total
confidence .They help management to build up an accurate picture of how employees
perceive the organization and highlight the causes of employee dissatisfaction.
PURPOSE OF THE STUDY:
The study has been conducted for gaining practical knowledge about HR practices
and fulfillment of Masters of Degree in Business Administration.
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SCOPE OF THE STUDY:
The survey was conducted on Operative Level of HLL. The questionnaire for this
survey was framed considering those factors where corrective action can be taken at
HLL. From the result of the survey the HR department can take the corrective action
to increase employee satisfaction and thereby increase productivity.
SURVEY OBJECTIVES:
To understand the impact of welfare facilities on job satisfaction.
To measure employee satisfaction level from different perspectives.
To identify the perceived importance of satisfaction factors and the issues

causing dissatisfaction.
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To propose recommendations for enhancing employee satisfaction to improve

business performance.
To know the welfare facilities provided by HLL.
COMPANY PROFILE
Corporate Profile
Hindustan Latex Limited (HLL) is a Government of India Company, under the

Ministry of Health and Family Welfare.
HLL was incorporated on March 1, 1966 with the objective of producing and
providing good quality condoms for the National Family Planning Program. The
foundation stone for the plant to be set up with Japanese Technology, in the natural
rubber rich state of Kerala was laid by the then Union Minister for Health and Family
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Welfare, Dr. Sushila Nayyar at peroorkada in Thiruvananthapuram on January 14,

1967. Commercial production at the plant commenced on April 5, 1969. HLL today is
one of the worlds largest manufacturers of condoms with an annual production
capacity of 800 million pieces.
Today over three decades and five years hence, HLL has developed an impressive
production infrastructure for a range of Contraceptives and Health Care Products.
Manufacturing facilities of HLL have the prestigious ISO 9002 and the ISO 14001
Certifications, the CE Mark for HLLs Blood Bags and Condoms, and the 510(k)
Certification for its Condoms from the US FDA. HLL brands are being exported to
over 70 countries today.
HLL has set up a trust - Hindustan Latex Family Planning Promotion Trust
(HLFPPT), which is implementing various Social Projects with an objective of
bringing about planned behavioral change in some of the most backward areas in
India. HLFPPT has developed the expertise and has rich experience in successfully
carrying out various social projects in the field of Reproductive Health, Safe Sex and
AIDS Prevention.
Uniqueness of HLL - Our wide range of products for Contraceptive and Health Care
segments, which possibly no organization the world ever could offer. Today HLL
product range include:
Contraceptive Aids:
Condoms
Copper Ts
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Oral Contraceptive Pills - Saheli the Once-a-Week Pill, Mala D, and the
Preventol Emergency Contraceptive Pills
Health Care Aids:
Blood Transfusion Bags
Hydrocephalus Shunts
Surgical Sutures
Surgical and Examination Gloves
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Social Marketing Products:
Ferro Plus-Iron and Folic Acid Tablets
Jal Jeevan Oral Re-hydration salts
Plast aid Medicated Plasters
History
To trace briefly, HLLs landmarks in the 37th year since its commencement of
operations:
1969 - Commences on April 5, commercial production of Condoms at its plant at
Thiruvananthapuram. Production capacity at 144 million pieces a year.
1976 - Production capacity doubled with the addition of two more lines in the
molding section. Production capacity doubles to 288 million pieces.
1985 - The addition of the plants at Belgaum and Thiruvananthapuram with the latest
state-of-art Japanese Technology, raises HLLs total Condom production capacity to
800 million pieces a year.
1991 - HLL recognized as a MOU signing organization by the Government of India.
HLL granted the 510(k) Certification by Food and Drug Administration (FDA) of the
US, needed for export of its Condoms to the USA.
1992 - Diversifies into manufacture of Surgical & Examination Gloves. Commences
formulation and tabletting of Saheli once-a-week pill at Belgaum.
1993 - Plant for formulation and tabletting of Mala-D Oral pills, commissioned at
Belgaum.
1994 - Commences production of Copper-T Intra-Uterine device at its Aakkulam
plant. Commences commercial production of Ceredrain Hydrocephalus Shunts.
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1994-1995 - Introduces Surgical, Synthetic and Catgut Sutures.
1995-1996 - Introduces HL-Haemopack Blood Transfusion Bags. HLL awarded the

NF mark by the Laboratoire National Diseases, France, which is the certification
required for export of its Condoms to the European Nations.
1996 - HLL granted ISO 9002 - for its efficient Quality Management Systems - for its
Peroorkada plant manufacturing Condoms, and Aakkulam plant manufacturing Blood
Bags, Copper-T and Hydrocephalus Shunt.
1997 - HLL, the only Company from India selected by WHO for obtaining their
requirements of Condoms-for reaching countries worldwide.
1998 - HLL Peroorkada plant granted the prestigious CE mark- the prime requisite for
export of Condoms to the European Economic Community (from June 1998) - by
GMED, France, the official French Certification Agency.
HLLs Aakkulam plant also receives the CE mark from SGS Yarsley International
Certification
Services,
UK
for
its
Blood
Bags.
Hindustan Latex Family Planning Promotion Trust (HLFPPT) commences several

social marketing projects and services all over the country.
1999-2000 - Receives MOU award and Certificate of merit from the Vice President of
India, for excellence in the achievement of MOU targets. HLLs Aakkulam plant
receives ISO 14001 certification.
This certification signifies : Commitment to
Protect environment and prevent pollution.
Compliance with all Environment laws and regulations.
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Health and Safety of Employees and,

Conservation of energy and natural resources.
2002 - HLLs Peroorkada plant and Belgaum plant awarded the ISO 14001
certifications. HLLs Kanagala (Belgaum) plant awarded the CE mark for its
Condoms. Awarded the Certificate of Merit by CAPEXIL for export achievements for
2001-2002. Introduces HL HAEMOSAFE Instant Needle and Syringe Destroyer, a
fool proof system for destroying used needles.
2003 - HLL received on April 5, 2003, the MOU award of the Government of India,
from His Excellency the President of India Dr. A. P. J. Abdul Kalamji, for excellence
in the achievement of MOU targets for 2001-2002. Achieves highest turnover of Rs.
150 Crores. Records highest profits (PBDIT) of Rs. 20.30 Crores. Paid dividend of
Rs.2.50 Crores to the Government of India. Introduces of Preventola Emergency
Contraceptive Pills. Introduces for Blood Bank automation, two specially designed
products - HiCare Blood Collection Monitor and HiCare Tube Sealer for sealing
Blood Bags. HLL commences trial production of Surgical Sutures and Tissue
Expanders at its plant at Aakkulam in Thiruvananthapuram.
During 2002-2003 - HLL exported Rs.13 Crores worth of its Condoms, Blood Bags,
Hydrocephalus Shunts, and Latex Gloves to over 60 countries around the world. HLL
attains top position in the area of social marketing, with added thrust from the
Hindustan Latex Family Planning Promotion Trust (HLFPPT).
Commercial
production of Surgical Sutures launched on September 27, 2003 by the Union

Minister for Health and Family Welfare Smt. Sushma Swaraj.
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2004- Launched Moods condoms in the Middle East on January 22. HLLs Female
Condom launched on February 13, 2004, by the Secretary, Dept. of Family Welfare
Sri P.K. Hota, IAS at New Delhi. HLL Sanitary Napkins Sakhia launched at a special
function in Indore on February 29. HLL new Unit at Cochin Special Economic Zone
(CSEZ)
inaugurated
by
the
Chairman
on
March
4,
2004.
Records the highest turnover yet of Rs. 162.54 crores and profits (after tax) of
Rs.18.81 crores. CONSAP Contraceptive Cream for women, launched at Chennai in
June 2004. Received from the Prime Minister of India on September 4, 2004, the
Government of India MOU Award on being adjudged amongst the top ten Of the
Central Public Sector Unitsm, on the basis of MOU targets achieved. Paid a Dividend
of 24.21% to the Government of India, amounting to Rs.386 lakhs on November 25,
2004. Launched in collaboration with M/s Becton and Dickinson, Autoloka Auto
destructive syringes, a special function at New Delhi on December 16,2004.
HLLs Peroorkada Plant at Thiruvananthapuram awarded the Golden Peacock
National Quality Award by the Institute of Directors, on the occasion of the 15th
World Congress on Total Quality organised at Mumbai on January 14, 2005. Paid
Interim Dividend of 20% amounting to Rs. 242.5 lakhs for the period April November 2004, to the Union Minister for Health and Family Welfare
Sri Anbumani Ramdoss at New Delhi on January 19, 2004. Also contributed Rs 20
lakhs to Prime Ministers Relief Fund.
2005-HLL have received best safety award from national safety council from state
labour minister. HLL also announced the launched of auto lock syringes & made
alliance with female health company, Chicago.
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HLL has started marketing through it Any Time Condom(ATC) vending machine at
most all public places.
Kanagala plant
Executive Director(Operations)
Hindustan Latex Limited
Kanagala , Belgaum - 591225
Karnataka , India
Ph: +91-8333- 279244, 279207
Fax: +91-8333-279245, 279206
E Mail: hllnfk@sancharnet.in
Kanagala Plant of HLL has been set up in such a place where Severe unemployment
problems were prevailed. Kanagala is small village in Hukkeri Taluka of Belgaum
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District. It is on the National Highway No.4 and it is about 55 km form Belgaum and
15 kms from Nippani.
The population of Kanagala village is about 15000 and majority of the villagers are
engaged in agriculture. The Kanagala area a is industrially and economically
backward. In order to provide the employment to the native people and to improve the
standard of living of the village people, Shri. B. Shnakarananda, the Former Minister
of Health and Family Welfare, Govt. of India, who has from the village, took the
Initiative in establishment of Kanagala unit of HLL.
HLL unit of Kanagala plant is having an area of about 28 Acres of land, about 3/4th of
the total area is occupied by Factory building which consists of administrative
building, main factory building. HLL was incorporated as a company under the
ministry of Health and Family welfare of Government of India on March, 1969. HLL
has been assisting nations massive family planning program by providing
indigenously loco priced, high quality contraceptive namely CONDOMS. HLL is
today the largest manufacturer of condoms in the country with its two plants at
Belgaum in Karnataka state and one at Thiruvananthapuram in Kerala State, set up in
collaboration with M/s. OKAMOTO INDUSTRIES INC. JAPAN having installed
capacity of 608 Million pieces of condoms annually.
HLL has moved on from the status of single product manufacturer to a multi product
one, stepping into the reaction of health aids. The product range of HLL includes
condom, copper- T, Blood Bags, Hydro cephalous shunts,Non-steroidal oral
contraceptive pills and tabulating of Steroidal contraceptive pills "MALA D/N".
HLL is also Engaged in the trading of premium quality surgical sutures.
BABASABPATIL
28
Kanagala plant in Belgaum, Karnataka commenced Operation ,with the production of

condoms in 1985 using Japanese technology. It was expanded with the tabulating
facility for Birth control pills, Mala-D/N and Saheli commenced in 1992. The
tabletting of Emergency Contraceptive pills was started in 2003. Manufacturing
Facility for Centchroman Bulk drug was added in 2004.
Electrical and maintenance department, boiler room, effluent plant, building, stores,
ammonia storage locker room, office,canteen, assistance aid room, and within that
area, there is a hostel for unmarried employees. The factory premises also include two
quarters for GM/DGM (Operations and Production).There is separate building
constructed for the Production of Mala -DIN. Coral contraceptive pills as the
Diversification project of HLL at Kanagala unit. The Established Kanagala unit of
HLL is to manufacture the Thinnest condoms and hence it is called condom factory
and also it provides contraceptive pills MALA D/N. the main object of this is to
provide employment opportunity to those people, who are coming form rural areas.
The Kanagala unit of its industrial background object is to develop the area and
improving the standard of living of the people.
The manufacturing unit has ISO 9002 certification. The production facility for Birth
control pills has been set up in line with WHO good manufacturing practice.
List of Quality Certifications
ISO9001-2000 Certificate
GMP Certificate
CE Mark Certificate
BABASABPATIL
29
ISO14001: 2004 Certificate
ISO 13485: 2003
MANAGEMENTSTRUCTURE
The Management of HLL Kanagala plant is similar to that of Management of HLL
unit at Thiruvananthapuram of Kerala State.
The Chief Executive of the Kanagala Unit is the Deputy Genera Manager (Parma ) is
Shri Padmanabhan.
HLL VISION
"Innovating for Healthy Generations"
HLL MISSION 2010
The vision statement is further crystallised through a mission statement focused
on the 5 identified drivers to achieve this vision, viz., customer, employees, business,
industry and social initiatives.
BABASABPATIL
30
Strengths and Capabilities
Over thirty years experience in the manufacture of latex based products and
voer the past decade of Polymer based products.
Highly proficient expert team of Technical and other personnel to envision and
implement any task.
BABASABPATIL
31
Hands of experience of having implemented three expansion projects.
Thoroughly modernised its existing manufacturing units indigenously,

utilising the expertise of its own technical personnel.
Technical expertise in the area of Technology Transfer. Setup indigenously

world class production facilities for the manufacture of Blood Transfusion
Bags, Hydrocephalus Shunt and Copper-Ts.
Providing Consultancy Services for the setting up of a Blood Bag Unit in West
Bengal.
MANUFACTURING PROCESS
The manufacturing process of condoms can be broadly
Classified into 3 main operating viz1) Compounding of latex.
2) Molding of compounded latex.
3) Vulcanization of molded project.
4)Inspection Process
5)Packing
Products of HLL Kanagala

Condoms having various brand names:
1.Nirodh-Free supply
2.Nirodh-New Lubricated
BABASABPATIL
32
3.Deluxe
4.Super Deluxe
5.Moods
6.Rakshak
7.Share
8.Masti
9.Nymph
10.Ustad
11.Sparsh
12.Pick me
13.Zaroor Rangeela
Oral Contraceptive Pills for females
01.Mala-D
02.Mala-N
03.Saheli
04.Apsara
05.Preventol
06.Arpan
07.Choice
08.Mukti
09.Julie
10.Khushi
Health care Aids
BABASABPATIL
33
01.Blood Transfussion Bags

02.Surgical Suteires
03.Surgical & Examination gloves
04.Hand Gloves
Human Resources
Vision
Fostering employee excellence in support of building the Nationals best Health Care
Company.
Mission
To provide company wide leadership in formulating human resource policies and
programmers that enhance the quality of employee services and encouraging
employee contributions towards sustaining HLLs continued excellence.
To collaborate with all other departments in supporting effective recruitment,
development and maintenance of a highly competent workforce.
To be a strategic partner in creating a work environment which fosters individual
achievements, teamwork, integrity, professionalism and accountability.
To foster a meaningful, environmental friendly and productive work environment and
ensure positive contribution to the community around us.
Objectives
BABASABPATIL
34
Exercise leadership in modeling and implementing successful human resource

policies and practices that help unleash employee potential.
Create an organizational ambience where talents can bloom and support the
managements efforts to foster a high performance workforce.
Support local efforts to recruit, develop and retain a highly qualified work force by
building market practices and effective employer practices into human resource
methodologies.
Encourage, support, reward and recognize creativity, innovation, individual and team
performance.
Provide competitive terms and conditions of employment to the work force through
building up a reward and recognition mechanism that provides value for people.
HR Philosophy
We,
* Believe in the potential of our most valuable assets- Our employees.
* Believe and trust our employees.
* Strive for excellence.
* Exhibit the values of honesty, integrity and respect among our employees and the
public in our work and conduct.
BABASABPATIL
35
ORGANIZATION
CHART
BABASABPATIL
36
The Kanagala is divided into the following Departments:

1.
Operations and production
2.
Boiler house
3.
Machine shop
4.
HR
5.
Accounts
6.
Purchase
7.
Stores
8.
Dispatch
9.
Systems
10.
Safety
11.
Electrical
BABASABPATIL
37
SAMPLE & SAMPLING TECHNIQUES

When the filed of enquiry is large, a small representation of The larger whole is taken.
The selected respondents are ethnically called the sample and the selection process is
Called "Sampling Technique". In this study the investigator Has selected fifty
respondents comprising about 14.3% of the universe.
RESEARCH METHODOLGY:
a)The research design descriptive: The primary information collected through
questionnaire. The questionnaire were personally given to each other.
b)Data Collection Method: The information necessary for this survey is collected
by trapping primary and secondary sources.
Primary Sources.
Questionnaire
Personal Interaction
Previous reports on employee satisfaction
Related information from internet.
Books and publication
Secondary sources
TOOL OF DATA COLLECTION

A tool is an aid with which necessary and relevant Information can be fetched
systematically to the subject matter.
The interview method was the tool of data collection, which Was used by investigator.
The schedule contains several Question resulting to different aspects of the problems
under analysis. Open and closed - ended questions were used for the interview.
BABASABPATIL
38
RESEARCH DESIGN
The research design is the conceptual structure within which research is conducted.
The preparation of such a design facilitates research to be as efficient as possible
yielding maximal information with minimal expenditure of time,effort and money.
The present study is exploratory in nature, in the sense that An attempt has been made
to explore the minds of the Workers with respect to various parameters that affect the
Level of satisfaction.
the interview method was chosen primarily because:
It is more personal in nature. This facilitates better response and thus effective
information can be gathered from the respondents It makes easier for the respondents
to understand the objectives of the investigator and the study.
There is a certain amount of flexibility, which can be helpful in gathering information
in greater depth. Probability of securing spontaneous reactions is high.
LIMITATIONS OF THE STUDY
1. It applied to only permanent employees of the HLL.
2. Only 50 respondents were taken out of 348, so it may not resemble the total.
3. Some of the questions in the interview schedule were not responded since the
employee found it too sensitive to be answered.
Data analysis:
Data analysis was made based on questionnaire. Graphs have been used to know the
level of satisfaction of the employees towards welfare measures. This analysis is
helpful in recommending improvements in welfare measures
BABASABPATIL
39
ANALYSIS AND INTERPRETATION OF DATA

Analysis and interpretation are central steps in the research process.
Analysis of data means studying the tabulated material in order to Determine inherent
facts or meanings. It involves breaking down Existing complex factors in to simpler
parts and putting the parts Together in new arrangements for the purposes of
interpretation. Thus The global of analysis is to submit summarize the collected data
in Such a way that they provide answers to the questions that triggered
the research.
Interpretation is the search for the broader meaning of research findings. Through
interpretation, the meaning s and implications of the study become clear. An analysis
is not complete without interpretation; and interpretation cannot proceed without
analysis.
This chapter aims at presenting the resulted of the study in a logical and convenient
form through simple tables, graphs and charts and explaining simple descriptive
measures. It also aims at picking out the crucial results of the study. The entire chapter
has been broken down into several .sub-chapters so as to facilitate easy understanding
of facts and figures.
BABASABPATIL
40
1. I feel I am being paid a fair amount for the work I do in HLL.

Sr
N0
1
2
3
4
5
6
Option
Disagree very much
Disagree moderately
Disagree slightly
Agree slightly
Agree moderately
Agree very much
Total
Respondents
5
3
1
2
33
6
50
Percentage
10
6
2
4
66
12
100
"Money as they say, "Is the Life and Blood of Every Business". Large part of money
of the profile or be it loss makes the part of the salaries to the employees and this is
One of the important reasons as to why an employee would do work.
In below mentioned table, the investigator has tried to gauge the employee's
satisfaction towards the salary and reasons in it. More 82% of employee say that they
agree that being paid a fair amount for the work they do in HLL
BABASABPATIL
41
2. There is really too little chance for promotion on my job.

Sr
N0
1
2
3
4
5
6
Option
Disagree very much
Disagree moderately
Disagree slightly
Agree slightly
Agree moderately
Agree very much
Total
Respondents
1
4
1
5
5
34
50
Percentage
2
8
2
10
10
68
100
As they say Growth is Life employee are also will to grow ahead what they are
today in order to meet future challenges. From the above graph and table we can see
that 78 %employee of HLL see that there is too little Chance of growth and small
amount of employee say that 8% say they have moderate chance of promotion.
BABASABPATIL
42
3. My supervisor is quite competent in doing his/her job.

Sr
N0
1
2
3
4
5
6
Option
Disagree very much
Disagree moderately
Disagree slightly
Agree slightly
Agree moderately
Agree very much
Total
Respondents
0
0
4
12
21
13
50
Percentage
0
0
8
24
42
26
100
More than 68 % of employee say that there supervisor is quite competent in doing
his/her job were as only 24% employee say that they are slightly agree with the
statement and 8% say do not agree.
BABASABPATIL
43
4. I am not satisfied with the benefits I receive in HLL.

Sr
N0
1
2
3
4
5
6
Option
Disagree very much
Disagree moderately
Disagree slightly
Agree slightly
Agree moderately
Agree very much
Total
Respondents
4
27
4
1
14
0
50
Percentage
8
54
8
2
28
0
100
More the 54% of employee say that they are satisfied with the benefits I receive in
HLL only 28% of the employee say that they are not satisfied with the benefits I receive
from the HLL
BABASABPATIL
44
5. When I do a good job, I receive the recognition for it that I should receive.
Sr
N0
1
2
3
4
5
6
Option
Disagree very much
Disagree moderately
Disagree slightly
Agree slightly
Agree moderately
Agree very much
Total
Respondents
5
0
5
19
6
15
50
Percentage
10
0
10
38
12
30
100
The above graph show the relation with supervisor with the worker 42% of employee
say that the receive the recognition for it that they should receive when they do good
job. Only 20 % employee say that they not receive the recognition for their job.
BABASABPATIL
45
6. Many of our rules and procedures in HLL make doing a good job difficult.
Sr
N0
1
2
3
4
5
6
Option
Disagree very much
Disagree moderately
Disagree slightly
Agree slightly
Agree moderately
Agree very much
Total
Respondents
13
1
12
10
2
12
50
Percentage
26
2
24
20
4
24
100
Rules and procedures in HLL make good job difficult for some employee about 44% of
employee think that it make the effect were as 28% say it do not effect the job
BABASABPATIL
46
7. I like the people I work with in HLL.

Sr
N0
1
2
3
4
5
6
Option
Disagree very much
Disagree moderately
Disagree slightly
Agree slightly
Agree moderately
Agree very much
Total
Respondents
0
2
0
5
18
25
50
Percentage
0
4
0
10
36
50
100
the above graph and table show that the employee like the people who work with them
in HLL about 86% of the employee say they like the people in HLL.
BABASABPATIL
47
8. I sometimes feel my job is meaningless.

Sr
N0
1
2
3
4
5
6
Option
Disagree very much
Disagree moderately
Disagree slightly
Agree slightly
Agree moderately
Agree very much
Total
Respondents
23
18
7
1
1
0
50
Percentage
46
36
14
2
2
0
100
the employee say that the work they do in the HLL is Meaningful and about 82% of the
employee support the statement. In the other hand 14% say that they have some less
meaning.
BABASABPATIL
48
9. Communications seem good within HLL.

Sr
N0
1
2
3
4
5
6
Option
Disagree very much
Disagree moderately
Disagree slightly
Agree slightly
Agree moderately
Agree very much
Total
Respondents
3
0
2
13
11
21
50
Percentage
6
0
4
26
22
42
100
A good and healthy Communications is needed to a good smooth running of the

origination 64% and above say that communication is good in HLL were as 26% say it
is at satisfaction level.
BABASABPATIL
49
10. Raises are too few and far between.

Sr
N0
1
2
3
4
5
6
Option
Disagree very much
Disagree moderately
Disagree slightly
Agree slightly
Agree moderately
Agree very much
Total
Respondents
0
4
21
11
14
0
50
Percentage
0
8
42
22
28
0
100
Raises in the HLL are at a periodical period of time so some employee think it is too far
or take more time were as other say that it is will take the corrects time.About 42% say
rases are few and 50% say
BABASABPATIL
50
11. Those who do well on the job stand a fair chance of being promoted.
Sr
N0
1
2
3
4
5
6
Option
Disagree very much
Disagree moderately
Disagree slightly
Agree slightly
Agree moderately
Agree very much
Total
Respondents
0
3
5
22
16
4
50
Percentage
0
6
10
44
32
8
100
Those who do good job they will get fair chance for promotion in HLL about 50% of
employees say that this statement is true.
BABASABPATIL
51
12. My supervisor is unfair to me.

Sr
N0
1
2
3
4
5
6
Option
Disagree very much
Disagree moderately
Disagree slightly
Agree slightly
Agree moderately
Agree very much
Total
Respondents
26
6
1
5
2
10
50
Percentage
52
12
2
10
4
20
100
The above mentioned table reveals that, the extent to which the employees are
satisfied with their supervisors, at HLL. About 52% employees says that supervisors
act fair with them.
BABASABPATIL
52
13. The benefits we receive in HLL are as good as most other organizations offer.
Sr
N0
1
2
3
4
5
6
Option
Disagree very much
Disagree moderately
Disagree slightly
Agree slightly
Agree moderately
Agree very much
Total
Respondents
0
0
5
6
16
23
50
Percentage
0
0
10
12
32
46
100
The benefits we receive in HLL are as good as most other organizations offer this is
supported by the maximum employees are in HLL about 78%.
BABASABPATIL
53
14. I do not feel that the work I do is appreciated.

Sr
N0
1
2
3
4
5
6
Option
Disagree very much
Disagree moderately
Disagree slightly
Agree slightly
Agree moderately
Agree very much
Total
Respondents
4
13
6
0
20
7
50
Percentage
8
26
12
0
40
14
100
The large number of employees feel that they are not appreciate by the good work
which they have done more then 40% is are not happy with the appreciated done by
supervisor.
BABASABPATIL
54
15. I am satisfied by the welfare Facilities provided to you by HLL

Sr
N0
1
2
3
4
5
6
Option
Disagree very much
Disagree moderately
Disagree slightly
Agree slightly
Agree moderately
Agree very much
Total
Respondents
4
3
0
7
12
24
50
Percentage
8
6
0
14
24
48
100
Almost all the employees are satisfied with the welfare facility provided by the
company, 48% are completely satisfied with the welfare facilities.
BABASABPATIL
55
16. I find I have to work harder at my job because of the incompetence of people I
work with.
Sr
N0
1
2
3
4
5
6
Option
Disagree very much
Disagree moderately
Disagree slightly
Agree slightly
Agree moderately
Agree very much
Total
Respondents
11
9
0
14
11
5
50
Percentage
22
18
0
28
22
10
100
Employees do not have to work harder at my job because of the incompetence of

people I work with more then 40% says that it does not have any effect
BABASABPATIL
56
17. I like doing the things I do at work.
Sr
N0
1
2
3
4
5
6
Option
Disagree very much
Disagree moderately
Disagree slightly
Agree slightly
Agree moderately
Agree very much
Total
Respondents
5
9
0
14
9
13
50
Percentage
10
18
0
28
18
26
100
Employees like doing the things they do at work more then 60% like the place where
they work.
BABASABPATIL
57
18. The goals of this HLL are not clear to me.

Sr
N0
1
2
3
4
5
6
Option
Disagree very much
Disagree moderately
Disagree slightly
Agree slightly
Agree moderately
Agree very much
Total
Respondents
30
10
0
4
1
5
50
Percentage
60
20
0
8
2
10
100
Many employees of HLL have not communicated goals of company more then 60%
dont know the correct goals of company
BABASABPATIL
58
19. I feel unappreciated by the HLL when I think about what they pay me.
Sr
N0
1
2
3
4
5
6
Option
Disagree very much
Disagree moderately
Disagree slightly
Agree slightly
Agree moderately
Agree very much
Total
Respondents
0
4
11
15
15
5
50
Percentage
0
8
22
30
30
10
100
All the employees are agree that they have been paid right amount of salary with
reference to their scale 70% of employees are satisfied with their pay.
BABASABPATIL
59
20. People get ahead as fast here as they do in other places

Sr
N0
1
2
3
4
5
6
Option
Disagree very much
Disagree moderately
Disagree slightly
Agree slightly
Agree moderately
Agree very much
Total
Respondents
4
6
5
15
15
5
50
Percentage
8
12
10
30
30
10
100
People get ahead as fast here as they do in other places more then 70% of employees
agree with this statement.
BABASABPATIL
60
21. My supervisor shows too little interest in the feelings of subordinates.

Sr
N0
1
2
3
4
5
6
Option
Disagree very much
Disagree moderately
Disagree slightly
Agree slightly
Agree moderately
Agree very much
Total
Respondents
5
11
6
4
9
15
50
Percentage
10
22
12
8
18
30
100
Emplyees of HLL says that supervisor shows interest in the feelings of subordinates
more 48% says that supervisor do not shows interest in the feelings of subordinates
BABASABPATIL
61
22. The benefit package we have is equitable.

Sr
N0
1
2
3
4
5
6
Option
Disagree very much
Disagree moderately
Disagree slightly
Agree slightly
Agree moderately
Agree very much
Total
Respondents
0
4
5
6
21
14
50
Percentage
0
8
10
12
42
28
100
Almost all the employees think that the benefits are sufficient which are given by the
HLL more then 70% employees are satisfied.
BABASABPATIL
62
23. There are few rewards for those who work here.
Sr
N0
1
2
3
4
5
6
Option
Disagree very much
Disagree moderately
Disagree slightly
Agree slightly
Agree moderately
Agree very much
Total
Respondents
0
14
11
0
10
15
50
Percentage
0
28
22
0
20
30
100
There are few rewards for those who work here more then 50% that this statement is
true and the rewards and awards should be increased.
BABASABPATIL
63
24.I have too much to do at work.

Sr
N0
1
2
3
4
5
6
Option
Disagree very much
Disagree moderately
Disagree slightly
Agree slightly
Agree moderately
Agree very much
Total
Respondents
4
0
0
9
21
16
50
Percentage
8
0
0
18
42
32
100
More then 70% employees think that the work load is not too much
BABASABPATIL
64
25. I enjoy my coworkers.

Sr
N0
1
2
3
4
5
6
Option
Disagree very much
Disagree moderately
Disagree slightly
Agree slightly
Agree moderately
Agree very much
Total
Respondents
4
0
0
6
19
25
54
Percentage
8
0
0
12
38
50
108
This is one of the factors which the investigator thinks would affect the satisfaction
level of employees at work. A person might be happy or might not be happy relating
with people a this work place, such as relations with- his Supervisors,& his coworkers
BABASABPATIL
65
26. I often feel that I do not know what is going on with the organization.
Sr
N0
1
2
3
4
5
6
Option
Disagree very much
Disagree moderately
Disagree slightly
Agree slightly
Agree moderately
Agree very much
Total
Respondents
4
9
8
5
15
9
50
Percentage
8
18
16
10
30
18
100
Employees often feel that they know what is going on with the organization about 40%
employees support the statement .
BABASABPATIL
66
27. I feel a sense of pride in doing my job.

Sr
N0
1
2
3
4
5
6
Option
Disagree very much
Disagree moderately
Disagree slightly
Agree slightly
Agree moderately
Agree very much
Total
Respondents
2
6
3
4
15
20
50
Percentage
4
12
6
8
30
40
100
Employees feel a sense of pride in doing my job more then 70% feel pride working in
HLL.
BABASABPATIL
67
28. I feel satisfied with my chances for salary increases.

Sr
N0
1
2
3
4
5
6
Option
Disagree very much
Disagree moderately
Disagree slightly
Agree slightly
Agree moderately
Agree very much
Total
Respondents
4
9
0
11
10
16
50
Percentage
8
18
0
22
20
32
100
More then 74% employees feel satisfied with my chances for salary increases in future
BABASABPATIL
68
28. There are benefits we do not have which we should have.

Sr
N0
1
2
3
4
5
6
Option
Disagree very much
Disagree moderately
Disagree slightly
Agree slightly
Agree moderately
Agree very much
Total
Respondents
0
9
6
6
25
4
50
Percentage
0
18
12
12
50
8
100
More then 50% feel that there are benefits we do not have which we should have.
BABASABPATIL
69
29. I like my supervisor.

Sr
N0
1
2
3
4
5
6
Option
Disagree very much
Disagree moderately
Disagree slightly
Agree slightly
Agree moderately
Agree very much
Total
Respondents
0
0
9
11
15
15
50
Percentage
0
0
18
22
30
30
100
All the employees of HLL like their supervisor more then 60% supervisor
BABASABPATIL
70
30. I don't feel my efforts are rewarded the way they should be.
Sr
N0
1
2
3
4
5
6
Option
Disagree very much
Disagree moderately
Disagree slightly
Agree slightly
Agree moderately
Agree very much
Total
Respondents
0
19
0
16
10
5
50
Percentage
0
38
0
32
20
10
100
More then 62% of HLL employees don't feel my efforts are rewarded the way they
should be.
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71
31. I am satisfied with my chances for promotion in HLL.

Sr
N0
1
2
3
4
5
6
Option
Disagree very much
Disagree moderately
Disagree slightly
Agree slightly
Agree moderately
Agree very much
Total
Respondents
21
0
9
6
4
10
50
Percentage
42
0
18
12
8
20
100
42% of employees are not satisfied with my chances for promotion in HLL.
BABASABPATIL
72
32. There is too much bickering and fighting at work.

Sr
N0
1
2
3
4
5
6
Option
Disagree very much
Disagree moderately
Disagree slightly
Agree slightly
Agree moderately
Agree very much
Total
Respondents
16
14
6
11
3
0
50
Percentage
32
28
12
22
6
0
100
Majority of the employees say there is too much bickering and fighting at work.60%
says that there is no fighting in HLL.
BABASABPATIL
73
33. My job is enjoyable.

Sr
N0
1
2
3
4
5
6
Option
Disagree very much
Disagree moderately
Disagree slightly
Agree slightly
Agree moderately
Agree very much
Total
80% employees says that job is enjoyable.
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74
Respondents
4
6
0
9
26
5
50
Percentage
8
12
0
18
52
10
100
34. Work assignments are not fully explained.

Sr
N0
1
2
3
4
5
6
Option
Disagree very much
Disagree moderately
Disagree slightly
Agree slightly
Agree moderately
Agree very much
Total
Respondents
0
16
0
11
13
10
50
Percentage
0
32
0
22
26
20
100
48% of employees says that Work assignments are not fully explained
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75
35. I am satisfied with Rest room & Sitting Facilities provided.

Sr
N0
1
2
3
4
5
6
Option
Disagree very much
Disagree moderately
Disagree slightly
Agree slightly
Agree moderately
Agree very much
Total
Respondents
9
0
0
10
15
16
50
Percentage
18
0
0
20
30
32
100
82% of employees are satisfied with Rest room & Sitting Facilities provided.
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76
36. I am satisfied with Arrangement for Drinking Water

Sr
N0
1
2
3
4
5
6
Option
Disagree very much
Disagree moderately
Disagree slightly
Agree slightly
Agree moderately
Agree very much
Total
Respondents
9
0
0
0
29
12
50
Percentage
18
0
0
0
58
24
100
82% of employees are satisfied with Arrangement for Drinking Water
BABASABPATIL
77
37. I am satisfied with Uniform Protector & Safety Equipment

Sr
N0
1
2
3
4
5
6
Option
Disagree very much
Disagree moderately
Disagree slightly
Agree slightly
Agree moderately
Agree very much
Total
Respondents
0
5
0
0
41
4
50
Percentage
0
10
0
0
82
8
100
90% of employees are satisfied with Uniform Protector & Safety Equipment
BABASABPATIL
78
38. I am satisfied with Canteen Facilities

Sr
N0
1
2
3
4
5
6
Option
Disagree very much
Disagree moderately
Disagree slightly
Agree slightly
Agree moderately
Agree very much
Total
Respondents
0
14
5
0
21
10
50
Percentage
0
28
10
0
42
20
100
62% of employees are satisfied with Canteen Facilities
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39. I am satisfied with Educational Loan & Allowance for Education

Sr
N0
1
2
3
4
5
6
Option
Disagree very much
Disagree moderately
Disagree slightly
Agree slightly
Agree moderately
Agree very much
Total
Respondents
0
4
6
10
16
14
50
Percentage
0
8
12
20
32
28
100
80% of employees are satisfied with Educational Loan & Allowance for Education
BABASABPATIL
80
40. I am satisfied with Accommodation Facilities & Transport Facilities

Sr
N0
1
2
3
4
5
6
Option
Disagree very much
Disagree moderately
Disagree slightly
Agree slightly
Agree moderately
Agree very much
Total
Respondents
0
5
0
0
26
19
50
Percentage
0
10
0
0
52
38
100
90% of employees are satisfied with Accommodation Facilities & Transport Facilities
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FINDINGS
82% of the employees say that they satisfied with the salary
78% of the employees say that there are no growth opportunities.
68% of the employees say that their supervisor does his work competently.
54% of the employees say that they are satisfied with the benefits received
from HLL.
42% of the employees say that they receive recognition for doing a good job.
52% of the employees say that the policies of the company do not affect their
job performance.
86% of the employees say that they like their subordinates in HLL.
66% of the employees say that their supervisor behaves fairly with them.
90% of the employees say that they receive very good benefits from HLL.
82% of the employees are satisfied with the rest room and sitting facilities.
90% of the employees are satisfied with uniform, protector and safety
equipments.
62% of the employees are satisfied with canteen facilities
80% of the employees are satisfied with education loan and allowances for
education.
90% of the employees are satisfied with the accommodation facilities and
transport facilities.
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82
SUGGESTIONS
The investigator has discussed with the sample respondents covered regarding their
satisfaction level focusing on five major aspects namely: Place of work and work
itself, Relation of people you work with, amenities provided, Rewards received and
Opportunities for growth in oneself.
Since The Company has not started in late 1980's, the management has taken proper
care to create a conducive atmosphere for the employees working in all sections of the
organization. Employees working in the administration are housed in a separate
building, where all the amenities are made available to the employees. Similarly the
company has also a technically drawn HR policy which as consolidated manpower
management issues, such as reward system, suggestion scheme, promotion policy and
facilities etc. Yet certain amount of discontent has been noticed in the employees
regarding certain aspects of their work life, which in-turn influence on their job
satisfaction. ..
1.CANTEEN: Canteen is a statutory requirement as per Factories Act of, 1948. HLL,
Kanagala has put up a nice canteen to cater the requirements of the workforce.
Employees have a say about the style of management of the canteen, lot of
dissatisfaction is being expressed on the quality of food served by the canteen on the
price fixed. Though there is a canteen committee consisting of both the management
and employees, which monitor and supervise the general administration of the
canteen, the food stuff prepared and served seems to lack in quality.
The canteen committee may be directed to look into these aspects as to see that the
menu and the quality of food is maintained up to the satisfaction of employees.
BABASABPATIL
83
There are other issues pertaining to facility of drinking water on which, some of the
employees have expressed their dissatisfaction. However the quality of dissatisfaction
do not seems to be very high.
3.On relationship between the sub-ordinates & top management, the employees seem
to have positive opinion. Such relationship need to fostered and maintained for the
future growth of the company.
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84
QUESTIONNAIRE FOR EMPLOYEE SATISFACTION

SURVEY
This survey is being conducted to know employees satisfaction. your
are requested to please spare some time to complete the questioner &
help this survey.
Please tick the correct answer
E.g.: Are you employee of HLL (1 ) Yes or (2) No
Personal Profile:
1. Name
2. Sex
(1)Male or (2)Female
3. Age ___
4. Educational Status:_____________
5. Marital status:
(1) Married (2) Unmarried
6. Religion:
(1)Hindu (2) Muslim (3)Christian (4)Other______________
7. Present Designation:__________
8. Year of experience:
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85
PLEASE CIRCLE THE ONE NUMBER FOR EACH

QUESTION THAT COMES CLOSEST TO
REFLECTING YOUR OPINION
ABOUT IT.
Agree very much Agree moderately Agree slightly Disagree slightly Disagree moderately Disagree very much
JOB SATISFACTION SURVEY
I feel I am being paid a fair amount for the work I do in

HLL.
10
There is really too little chance for promotion on my job.
11
My supervisor is quite competent in doing his/her job.
12
I am not satisfied with the benefits I receive in HLL.
13
When I do a good job, I receive the recognition for it that I

should receive.
14
Many of our rules and procedures in HLL make doing a
3 4
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86
good job difficult.

15
I like the people I work with in HLL.
16
I sometimes feel my job is meaningless.
3 4
17
Communications seem good within HLL.
18
Raises are too few and far between.
3 4
19
Those who do well on the job stand a fair chance of being

promoted.
20
My supervisor is unfair to me.
3 4
21
The benefits we receive in HLL are as good as most other

organizations offer.
22
I do not feel that the work I do is appreciated.
3 4
23
I am satisfied by the welfare Facilities provided to you by

HLL
24
I find I have to work harder at my job because of the

incompetence of people I work with.
3 4
25
I like doing the things I do at work.
26
The goals of this HLL are not clear to me.
3 4
BABASABPATIL
87
4 5
4 5
4 5
4 5
4 5
4 5
PLEASE CIRCLE THE ONE NUMBER FOR EACH

QUESTION THAT COMES CLOSEST TO
REFLECTING YOUR OPINION
ABOUT IT.
Agree very much Agree moderately Agree slightly Disagree slightly Disagree moderately Disagree very much
27
I feel unappreciated by the HLL when I think about what

they pay me.
28
People get ahead as fast here as they do in other places.
29
My supervisor shows too little interest in the feelings of

subordinates.
30
The benefit package we have is equitable.
31
There are few rewards for those who work here.
32
I have too much to do at work.
33
I enjoy my coworkers.
4 5
34
I often feel that I do not know what is going on with the

organization.
35
I feel a sense of pride in doing my job.
4 5
36
I feel satisfied with my chances for salary increases.
4 5
BABASABPATIL
88
37
There are benefits we do not have which we should have.
3 4
38
I like my supervisor.
39
I don't feel my efforts are rewarded the way they should

be.
3 4
40
I am satisfied with my chances for promotion in HLL.
41
There is too much bickering and fighting at work.
3 4
42
My job is enjoyable.
43
Work assignments are not fully explained.
3 4
44
I am satisfied with Rest room & Sitting Facilities provided.
3 4
45
3 4
46
I am satisfied with Arrangement for Drinking Water

I am satisfied with Uniform Protector & Safety Equipment
3 4
47
I am satisfied with Canteen Facilities
3 4
48
I am satisfied with Educational Loan & Allowance for

Education
I am satisfied with Accommodation Facilities & Transport
Facilities
3 4
3 4
49
4 5
4 5
4 5
CONCLUSION
Employees at Hindustan Latex Ltd. are satisfied with the present welfare facilities
provided to them, yet they need some improvements like clean drinking water and
lunch room
The management should provide canteen facility to employees.

The welfare facility provided by the HLL are good, and company should try
to maintain same.
The transport facility provided by HLL should be improved.
Management should make arrangements for water filter (Aqua guard) to
provide clean drinking water to the employees.
BABASABPATIL
89
BIBILOGRAPHY
1) Motivation to work
Herzberg Frederick
2) "Research Methodology" 2nd Edition, 2004, Kothari CR

3)
Oxford Dictionary,
4) Applied Human Relations", Jack Hollran,
BABASABPATIL
90

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